The Role of Procedural Justice in Public Personnel Management: Empirical Results from the Department of Defense

Rubin, Ellen V.

doi:10.1093/jopart/mum035

Cited by 112 publications

(132 citation statements)

References 22 publications

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“…Decision-makers in Flemish pupil guidance centers who believe they are allowed to participate in decision-making processes, exercise their voice during decision-making processes and, if necessary, appeal decisions (Rubin, 2009), also on average report higher degrees of strategicdecision quality. While organizational information processes such as strategic planning and performance management are important, this study offers empirical evidence that in order to understand strategic-decision quality in the public sector we cannot oversimplify the context by neglecting the importance of individual behavior within decision-making teams.…”

Section: Discussionmentioning

confidence: 99%

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Strategic-Decision Quality in Public Organizations: An Information Processing Perspective

George

Desmidt

2016

Administration & Society

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This study draws on information processing theory to investigate predictors of strategic-decision quality in public organizations. Information processing theory argues that (a) rational planning practices contribute to strategic-decision quality by injecting information into decision-making and (b) decision-makers contribute to strategic-decision quality by exchanging information during decision-making. These assumptions are tested upon fifty-five Flemish pupil guidance centers. Rational planning practices are operationalized as strategic planning, performance measurement and performance management. Information exchange by decision-makers during decision-making is operationalized as procedural justice of the decision-making process. Results suggest that procedural justice, strategic planning and performance management contribute to strategic-decision quality while performance measurement does not. KeywordsRational planning, decision-making, strategic planning, performance measurement, performance management, procedural justice 2 IntroductionIn the slipstream of new public management, rational planning has conquered the public sector by storm (Boyne, 2001;Bryson, 2010). Rational planning is a theoretical framework of strategic management that centers on a rational approach to strategy formulation through strategic planning and strategy implementation through performance measurement and performance management (Andrews, Boyne, Law, & Walker, 2009b;Poister, Pitts, & Edwards, 2010). Rational planning has been the subject of several legislative provisions worldwide such as Best Value in the UK and the Government Performance and Results Act in the US (Bovaird, 2008; Boyne, GouldWilliams, Law, & Walker, 2004;Poister & Streib, 2005). Key to rational planning's popularity is the assumption that it contributes to strategic-decision quality in the public sector by offering a counterweight to political or intuitive decision-making (Boyne, 2001;Walker, Andrews, Boyne, Meier, & O'Toole, 2010). From an information processing perspective, this assumption is, at least theoretically, valid (Elbanna, 2006;Rogers, Miller, & Judge, 1999). Rational planning practices can inject information into decision-making processes by offering, for instance, focus on strategic goals, insights into the organizational environment, and insights into performance information (e.g. Boyne et al., 2004;Poister, 2005;Taylor, 2011).Although these theoretical arguments prompt the assumption that rational planning practices can be viewed as significant predictors of strategic-decision quality in public organizations, the validity of this assumption is debated. First, while several scholars have provided arguments for the effectiveness of rational planning practices in public organizations 2010). Second, the, albeit limited, empirical evidence on rational planning's effectiveness in public organizations has, so far, centered on performance-related outcomes (e.g. Andrews, Boyne, Law, & Walker, 2009a;Jung & Lee, 2013), while empirical studies focusing ...

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Section: Discussionmentioning

confidence: 99%

“…Precisely those two elements have been attributed to the concept of perceived procedural justice (Colquitt, 2001;Rubin, 2009). …”

Section: Procedural Justicementioning

confidence: 99%

Strategic-Decision Quality in Public Organizations: An Information Processing Perspective

George

Desmidt

2016

Administration & Society

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“…Segundo os autores do modelo, dentro destes há várias relações possíveis de dependência e de mediação, expressas pelo diagrama de caminhos do modelo (ver Figura 1). Com base nas relações entre as variáveis referidas, por um lado, e as relações entre as variáveis propostas pelo modelo, por outro lado, as quais têm vindo a ser defendidas por diversos autores que desenvolveram estudos neste âmbito (e.g., Chênevert & Tremblay, 2003;Dewettinck, Singh, & Buyens, 2003;Fazenda, 2013;Gouveia, 2013;Jáimez & Bretones, 2011;Nasiripour & Siadati, 2011;Nina, 2013;Paré & Tremblay, 2007;Pinto, 2009;Rubin, 2007;Tremblay, Guay, & Simard, 2000;Tremblay et al, 2010;Tyler, 2003;Tzafrir & Gur, 2007), delinearam-se oito hipóteses de investigação.…”

Section: Modelo Hipotético E Hipóteses De Investigaçãounclassified

“…Investigação futura poderá debruçar-se sobre a análise amiúde destas relações e sua influência nos comportamentos de mobilização dos colaboradores do hospital, dado que diversos estudos apresentam resultados relevantes a este nível (e.g., Malika, 2007;Rubin, 2007;Simard, Doucet, & Bernard, 2005). Novas investigações podem, também, vir a aperfeiçoar e ampliar o poder explicativo do modelo escolhido, dado que nem todas as hipóteses foram suportadas.…”

Section: Limitações Do Estudo E Propostas De Investigação Futuraunclassified

Fatores influenciadores dos comportamentos de mobilização dos recursos humanos num hospital universitário

et al. 2017

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A navegação consulta e descarregamento dos títulos inseridos nas Bibliotecas Digitais UC Digitalis, UC Pombalina e UC Impactum, pressupõem a aceitação plena e sem reservas dos Termos e Condições de Uso destas Bibliotecas Digitais, disponíveis em https://digitalis.uc.pt/pt-pt/termos.Conforme exposto nos referidos Termos e Condições de Uso, o descarregamento de títulos de acesso restrito requer uma licença válida de autorização devendo o utilizador aceder ao(s) documento(s) a partir de um endereço de IP da instituição detentora da supramencionada licença.Ao utilizador é apenas permitido o descarregamento para uso pessoal, pelo que o emprego do(s) título(s) descarregado(s) para outro fim, designadamente comercial, carece de autorização do respetivo autor ou editor da obra. Na medida em que todas as obras da UC Digitalis se encontram protegidas pelo Código do Direito de Autor e Direitos Conexos e demais legislação aplicável, toda a cópia, parcial ou total, deste documento, nos casos em que é legalmente admitida, deverá conter ou fazer-se acompanhar por este aviso. Fatores influenciadores dos comportamentos

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“…In doing so, this study has a distinct point from previous studies which uses cross-sectional data for one specific year of the FHCS (e.g., Bertelli, 2007;Fernandez, 2008;Lee & Whitford, 2008;Pitts, 2009;Choi & Rainey, 2010;Choi, 2009;Rubin, 2009 …”

Section: Data Source and Samplementioning

confidence: 99%

An Inquiry into the Relationship between Employee Development and Organization Satisfaction in the Federal Sector

Sa¹,

Burns²,

Sullivan³

2014

ASS

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This study explores the relationship between employee development and their organization satisfaction, in an effort to more fully understand how employee development contributes to an agency's success. In order to examine the empirical relationship, this study uses the 2004, 2006 data. Based on the empirical results from the ordinary least squares regression, this study finds that all dimensions of employee development have positive and significant relationships with an employee's perceived organization satisfaction. One of the interesting findings from the regression analysis is that the positive effect of having electronic access to learning and training programs on an employee's perceived organization satisfaction is the lowest among those eight dimensions of employee development. Conversely, the positive effect of having a real opportunity to improve an employee's skills on an employee's perceived organization satisfaction is higher than effects of any other dimensions of employee development.

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The Role of Procedural Justice in Public Personnel Management: Empirical Results from the Department of Defense

Cited by 112 publications

References 22 publications

Strategic-Decision Quality in Public Organizations: An Information Processing Perspective

Strategic-Decision Quality in Public Organizations: An Information Processing Perspective

Fatores influenciadores dos comportamentos de mobilização dos recursos humanos num hospital universitário

An Inquiry into the Relationship between Employee Development and Organization Satisfaction in the Federal Sector

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